
The Handbook of Project Management
A Practical Guide to Effective Policies, Techniques and Processes
Trevor L. Young(Author)
Kogan Page Ltd (Publisher)
2nd Edition
Published on 3. May 2003
Book
Paperback/Softback
240 pages
978-0-7494-3965-1 (ISBN)
Article exhausted; check for reprint
Description
Praise and Reviews
`A practical, comprehensive guide to be used frequently`
EURONET
Project management skills are hugely desirable for managers at all levels of an organization. Most people today can benefit from the application of these skills to some areas of their daily operations. From large undertakings, such as the Channel Tunnel or North Sea oil rigs, to the unique but smaller projects that take place in every type of organization, special skills are required if project management is to produce the right results.
This fully updated second edition of The Handbook of Project Management is written specifically to help project managers improve their performance using tried and tested techniques. It will be particularly useful if you are: looking to develop project management skills; starting a new project; wishing to acquire new skills; or training others in project management skills.
The Handbook of Project Management second edition now includes extra material on:
programme management;
the relationship between programmes and projects;
new ideas and opportunities for programmes and projects;
a free CD ROM containing a collection of tools and presentation materials that support the methodology used in the book.
Packed with concepts and processes, tools and presentation materials, this comprehensive handbook will assist anyone who is responsible for converting strategy into reality.
`A practical, comprehensive guide to be used frequently`
EURONET
Project management skills are hugely desirable for managers at all levels of an organization. Most people today can benefit from the application of these skills to some areas of their daily operations. From large undertakings, such as the Channel Tunnel or North Sea oil rigs, to the unique but smaller projects that take place in every type of organization, special skills are required if project management is to produce the right results.
This fully updated second edition of The Handbook of Project Management is written specifically to help project managers improve their performance using tried and tested techniques. It will be particularly useful if you are: looking to develop project management skills; starting a new project; wishing to acquire new skills; or training others in project management skills.
The Handbook of Project Management second edition now includes extra material on:
programme management;
the relationship between programmes and projects;
new ideas and opportunities for programmes and projects;
a free CD ROM containing a collection of tools and presentation materials that support the methodology used in the book.
Packed with concepts and processes, tools and presentation materials, this comprehensive handbook will assist anyone who is responsible for converting strategy into reality.
More details
Edition
2nd Revised edition
Language
English
Place of publication
London
United Kingdom
Target group
College/higher education
Edition type
Revised edition
Product notice
Paperback (trade)
Dimensions
Height: 234 mm
Width: 153 mm
ISBN-13
978-0-7494-3965-1 (9780749439651)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
New editions

Trevor L. Young
The Handbook of Project Management
A Practical Guide to Effective Policies, Techniques and Processes
Book
07/2007
2nd Edition
Kogan Page Ltd
€62.08
Article is exhausted; no reprint
Person
Trevor L Young was, for many years, a senior consultant for the Industrial Society where he designed and conducted two public training courses in project management techniques and project leadership.
Trevor Young was an independent consultant specialising in the introduction of programme management. He was a member of the Institute of Personnel and Development and the author of The Handbook of Project Management, also published by Kogan Page.
Trevor Young was an independent consultant specialising in the introduction of programme management. He was a member of the Institute of Personnel and Development and the author of The Handbook of Project Management, also published by Kogan Page.
Content
List of process flow diagrams List of checklists Preface Part 1 The programme and project environment 1 Introduction What is special about programmes and projects? Who is this book for? 2 Change: programmes and projects Change and the programme and project manager What is a project? Projects and sub-projects What is a programme? An example programme Why programme management? What is programme management? What is project management? Why is programme management different from project management? What is different about programme and project management? How are programmes and projects derived? The dynamic life cycle The dynamic action cycle The programme and project process phase gates Is the phase gate a constraint? Summary 3 Organizing for programme management Organizing for ownership Establishing the programme steering team Continuous improvement and problem solving: are they projects? The programme register Operating a programme register The key responsibilities of the programme steering team Meetings of the programme steering team Managing the portfolio: selection of programmes and projects The inputs to effective selection The secondary screening The result of effective selection Summary 4 The key roles The project steering team administrator The sponsor The programme manager The project manager The functional manager Frequently used terms The stakeholders Managing stakeholders Customer satisfaction The programme and project manager as a leader The dimensions of leadership Programmes, projects and teamwork Building your team Summary Part 2 The programme and project processes and techniques 5 Starting up: ideas and opportunities for projects The fundamental data needs What are the constraints? What data do the project steering team require? Preparing the initial business case Through Gate Zero to Gate One Presenting the business case to the project steering team The kick-off meeting Project documentation The project brief and specification Summary 6 Defining your project What is necessary to define a project? The stakeholder list The project brief The scope of work statement Risk management Risk assessment Quantifying identified risks Risk monitoring Getting your project definition approved Summary 7 Planning your project What is not going to be done? Who needs to be involved? Where does planning start? Identifying the key stages The project work breakdown structure Allocating responsibility What is an estimate? Estimating the durations Contingencies Time-limited scheduling and estimates Identifying the critical path of your project The Programme Evaluation and Review Technique Analysing the logic diagram Using the PERT analysis data Analysing your resource requirements Optimizing your schedule Reviewing your project risk log Reviewing your project budget Intermediate phase gates Seeking approval to launch your project Summary 8 Launching your project Establishing key stage work plans Deriving a milestone schedule Critical success factors Ensur